Thematische Bibliographien / Middle management

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Auswahl der wissenschaftlichen Literatur zum Thema „Middle management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 10. März 2023

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Zeitschriftenartikel zum Thema "Middle management"

Wheatwind, Marie-Elise, und Pat Mora. „Middle Management“. Women's Review of Books 10, Nr. 10/11 (Juli 1993): 32. http://dx.doi.org/10.2307/4021551.

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Bishop, Russell E. „Phospholipid middle management“. Nature Microbiology 4, Nr. 10 (20.09.2019): 1608–9. http://dx.doi.org/10.1038/s41564-019-0570-y.

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SPITZER-LEHMANN, ROXANE. „???Middle Management??? Consolidation“. Nursing Management (Springhouse) 20, Sup 6 (August 1989): 57???62. http://dx.doi.org/10.1097/00006247-198908000-00021.

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Torrington, Derek, und Jane Weightman. „Middle Management Work“. Journal of General Management 13, Nr. 2 (Dezember 1987): 74–89. http://dx.doi.org/10.1177/030630708701300205.

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Haneberg, Lisa. „Reinventing middle management“. Leader to Leader 2005, Nr. 38 (2005): 13–18. http://dx.doi.org/10.1002/ltl.147.

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Wolf, Carola, Claus Jacobs und Steven W. Floyd. „Middle Management Strategizing Fatigue – When Middle Management Inclusion Goes South“. Academy of Management Proceedings 2018, Nr. 1 (August 2018): 18009. http://dx.doi.org/10.5465/ambpp.2018.18009abstract.

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Howarth, Stephen, und Sheila Jelly. „Middle Management as Leaders“. Management in Education 9, Nr. 2 (April 1995): 6–7. http://dx.doi.org/10.1177/089202069500900203.

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Smith, Pauline. „Mentoring in Middle Management“. Management in Education 10, Nr. 1 (Februar 1996): 10–11. http://dx.doi.org/10.1177/089202069601000105.

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Boll, Mary Lou. „Middle-Management in Nursing“. Nursing Management (Springhouse) 21, Nr. 12 (Februar 1990): 54???55. http://dx.doi.org/10.1097/00006247-199002000-00017.

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Minton, Kirsty. „Middle management of CCR5“. Nature Reviews Immunology 19, Nr. 8 (25.06.2019): 474–75. http://dx.doi.org/10.1038/s41577-019-0192-x.

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Dissertationen zum Thema "Middle management"

Englund, Jenny, und Lisa Bäckvall. „Middle Management : Constraints and Enablers for Middle Managers' Sensemaking and Sensegiving Process“. Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-873.

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As a result of organizational restructuring, the role of the middle managers has changed over time. Studies of change processes have increasingly placed focus on middle managers. According to researchers, middle managers play a key role in implementing the change. When putting the change into practice, there are factors affecting the middle managers. However, further research is needed regarding what constrains and enables the middle manager in these change processes.

Therefore, the purpose of this thesis is to explore the sensemaking and sensegiving process during organizational change, with focus on middle managers. To answer to the purpose, a theoretical model combining Balogun and Johnson’s (2005), Nonaka and Takeuchi’s (1995) models and theories of middle management is developed. By using the model we analyze the centralization of the accounting departments at the Swedish energy company Vattenfall. This change process constitutes the case of this thesis.

The empirical findings are based on ten interviews and two group discussions with top management, middle managers, co-workers as well as other key actors in the project providing trustworthiness to our study. A qualitative method using an abductive approach is used in the thesis to explore the actors’ interpretation of the change and capture the complexity of the case.

The conclusion includes enablers and constraints during the sensemaking and sensegiving process for the middle managers during the centralization of Vattenfall’s accounting departments. The identified enablers are the communication channels, a middle manager’s awareness of employees’ approach of making sense, the provided tools used to adjust working processes, some Business Units’ initial negative attitude towards the change, as well as the rejuvenated spirit. Finally, the middle managers themselves enabled the change as a result of their unique role in the organization.

On the other hand, the recognized constraints in the sensemaking and sensegiving process of the middle managers are; concerns regarding middle managers’ future employment, their ‘stuck in the middle’ position, limited resources, new working processes not adopted by some co-workers, and positive attitudes that resulted to flaws in the planning at some Business Units.

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Jachimiak, Peter. „Middle management and the enactment of masculinity“. Thesis, University of South Wales, 2002. https://pure.southwales.ac.uk/en/studentthesis/middle-management-and-the-enactment-of-masculinity(8055911d-3612-4f34-90f5-4887cf7c02dd).html.

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Adopting a radically diverse organisation studies approach that embraces a Cultural Studies analytical framework, this thesis examines the ways in which today's middle managers enact masculinity. Considering the gender-orientated 'ways of being' of a middle manager within a contemporary organisational environment, the research gives equal credence to space, language and the body - termed Locations of Enactment - at a time when masculinity (and even middle management) is thought to be 'in crisis'. Focusing, primarily, upon a single case-study - a local authority social services department that provides child-care for a homogenous South Wales community (Wood Valley) - the research is placed within its contemporaneous social, cultural and organisational context: a public sector that, as it is currently experiencing severe staff recruitment and retention difficulties, can be deemed to be 'in crisis' also. Utilising a grounded theory methodology that acknowledges both the research setting and the data itself as 'organic' entities, the middle managers of Wood Valley are understood to be dynamic organisational players who, on a daily basis, attempt to balance their work duties with their home responsibilities. As middle managers they are perceived to be 'in the middle' in a multitude of ways: they are 'in the middle' of an organisational hierarchy; they operate as intermediaries 'between' Wood Valley and outside agencies; they are middle managers who are precariously placed between the working-classes (whom they have distanced themselves from through social mobility) and the middle-classes (as their blatant attempts to prove their worthiness within that strata only heightens their 'anxious' bodily display). Furthermore, as middle-class 'bureaucrats' who work and live among a staunchly working-class community, the middle managers of Wood Valley often find themselves singled-out and scathingly criticised as socially and culturally 'different'. With this in mind this thesis insists that, as an increasing number of individuals are finding themselves employed within white-collar administrative posts, middle managers deserve to find themselves the focus of studies that are determined 'to put the humans back into organisation studies'.

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Brathwaite, Juliette. „How strategic project management and middle management influence implementing strategic initiatives“. Thesis, University of Southampton, 2015. https://eprints.soton.ac.uk/376776/.

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In strategic change management and strategic renewal literature, the implementation of strategic initiatives has currently progressed as a novel area, with significant room for augmentation. Strategic initiatives are essential to renewal of the firm’s strategy. They enable improvement in capabilities that allow the firm to more advantageously compete, and are implemented by middle management through Project management. Recent literature in strategic implementation and renewal still lacks specific processes for improving practice and management concerning how strategic initiatives impact to Improve capabilities for the firm. Its significance has been noticed, but the area of implementing strategic initiatives is still largely underexplored. Literature fails to fully incorporate the influential roles of middle management and strategic project management. The purpose of this thesis is to examine how they can contribute to new and/or improved capabilities. It also focusses on how they effectively manage strategic renewal. Focussing on strategy process research, it looks at the implementation linked to product or process Improvement activity. To achieve the research aim, the study utilizes the interpretive approach and Qualitative research using multiple case studies. This is supported by document analysis, observation, and in-depth semi-structured interviews of managers from diverse functions in each of the two large manufacturing firms in Barbados. Empirical evidence collected from October 2011 to March 2014, involves six strategic initiatives. Qualitative data analysis is utilized. The findings reveal some similarities with existing literature and across initiatives and firms, but interesting differences exist, for example involving structural, firm's culture, and levels or application of strategic project management. The degree of sharing and learning which improves capabilities with initiatives, also depends on context, Interactions levels and variation in management roles. Although some strategic initiatives objectives are similar, initiatives differ in nature and approach, so outcomes differ. Related models need to have Inherent flexibility. Factors still limit increasing of middle managers’ strategic role. Further enhancing strategic project management can assist the mediation of factors impacting initiatives, and contribute to improving renewal processes and outcomes. This study contributes to the literature on strategy implementation, confirming that firms structure Initiatives as projects in portfolio to implement for effective outcomes. It integrates strategy process and practice theories to improve strategic initiatives, capabilities and renewal, and with organizational learning and activity theory combined, develops new theory to add to sparse research. Outcomes add to the understanding of strategic capabilities in Barbados manufacturing firms, and of means for augmenting the activities, practices and processes. Interactions and communication facilitating the Improvement of integration and coordination, as strategic initiatives are implemented within a hierarchy of strategic objectives supporting activities, help improving capabilities and sustain strategic renewal.

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Johansson, Emily, und Johanna Svensson. „Implementing strategy? Don't forget the middle managers : Strategy implementation from a middle management perspective“. Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64509.

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Business strategy in itself is a well-known concept in today’s academic literature and extensive research on strategy formulation can easily be found. Strategy implementation on the other hand has not been researched to the same extent. This seems to be contradictory when one takes into consideration that effective and efficient strategy implementation has been proven to have an incredibly large impact on the success of any firm, company or organisation. Furthermore, no strategy will be beneficial for a company if it cannot be implemented. Adding to the complexity of this situation, middle management has long been disregarded concerning the strategy process or even thought to be detrimental. However, in recent years there has been a shift and research has started to recognise the importance of middle managers. The thesis aims to provide a deeper understanding of how middle management actively operates when implementing strategy. By doing so the thesis may be of value for middle managers and companies working with strategy, by increasing awareness about middle management’s influence on the strategy implementation process. This thesis is partially exploratory and partially descriptive with a qualitative and deductive nature. In order to answer the purpose, a research strategy of case studies was used where empirical data was collected from interviews held with six different middle managers. An implementation process model that described the different phases of strategy execution and supporting activities surrounding implementation was created. The developed implementation framework had its foundation in previous research concerning strategy implementation from an organisational perspective. The data that was collected from the middle managers was then analysed and compared to the model. By modifying the implementation process model using the information received from the middle managers a verified implementation process model was created which takes into account the middle management perspective. The most important findings suggest that middle managers are important for the implementation process. An implementation process model from a middle management perspective has been developed which presents the phases of execution and what impact middle managers have during the course of the implementation. The findings further suggest that middle management can increase the successfulness of a strategy if allowed influence from start to finish.
Strategier i sig självt är ett välkänt område i dagens akademiska litteratur och man kan enkelt hitta utförlig forskning om strategi formulering. Implementeringen av strategier är däremot inte ett lika populärt forskningsområde. Detta är något motsägelsefullt när man tar hänsyn till att en effektiv implementering av strategi har visat sig ha en väldigt stor påverkan på företags framgång. Dessutom kan ingen strategi vara fördelaktig för ett företag om strategin ej kan implementeras. För att öka komplexiteten av detta har mellanchefer länge blivit förbisedda eller till och med ansetts vara skadliga för strategi processen. Dock håller detta på att ändras och mellanchefer börjar mer och mer anses som viktiga. Denna uppsats försöker skapa en djupare förståelse för hur mellanchefer aktivt arbetar när implementering av strategier sker. Genom detta kan uppsatsen vara av värde för mellanchefer och företag som arbetar med strategier genom att bidra med en ökad medvetenhet om mellanchefers påverkan på implementeringsprocessen. Uppsatsen var delvis explorativ och delvis deskriptiv med ett kvalitativ och deduktiv tillvägagångssätt. Fallstudier användes där data samlades in via intervjuer med sex olika mellanchefer. En modell som beskriver implementeringsprocessens olika faser och stödjande faktor skapades. Modellen var baserad på tidigare forskning om implementering av strategier från ett företagsperspektiv. Data som samlades in från mellancheferna var sedan analyserad och jämnförd med modellen. Genom att anpassa modellen med informationen från mellancheferna en verifierad implementeringsprocess utifrån ett mellanchefsperspektiv skapades. Det viktigaste resultatet antyder att mellanchefer är viktiga för implementering av strategier. Implementeringsmodellen ur ett mellanchefsperspektiv presenterar faser av utförandet av strategi och effekten mellanchefer har under implementeringsprocessen. Resultaten antyder även att mellanchefer kan öka strategiers sannolikhet för framgång om de har möjlighet att bidra från stat till slut.

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Whitehill, Martin. „Local government authority strategizing : a middle management perspective“. Thesis, University of South Wales, 2010. https://pure.southwales.ac.uk/en/studentthesis/local-government-authority-strategizing(86e8a9f7-9781-4f9d-8e4a-1b6e11b4eb1e).html.

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For the past four decades, researchers have been discussing and arguing over the implementation of strategy within the public sector. There is an emerging literature on pluralism, and the interdependence of strategizing and organizing which is especially relevant to public service organizations. The research undertaken and reported in this thesis set out to identify how strategizing was implemented within one large local government authority, from the perspective of middle management. The study sought to ascertain which, if any, of the many implementation theories were applied in practice, and the implications of the tensions between strategizing and organizing. Methodologically, there is a recognised paucity of participatory action learning and research in the strategizing field. Equally, gaps were found in the extant literature on strategizing from the middle management perspective. This research addressed both of these research gaps. The case study herein reported used participatory action research methods. Participatory action research teams followed an action research framework of six questions to identify the gaps between espoused theory and theory in practice. The findings were that the local government authority was not designed for the external strategizing pluralism or the internal organizing pluralism. The organization was designed for regulation and control and so not best suited for the delivery of other types of service. The strategizing process lacked the specific policy input from the various marginalised communities who required the services most. It also specifically avoided any input from the front-line professional staff that held the relevant knowledge, experience and skills. The pluralistic nature of the society served and the lack of commitment on the frontline led to another phenomenon – street-level bureaucrats and the politicization of the community. These frontline service deliverers, ‘street-level bureaucrats’, not only interpreted the strategy to fit the specific, unique context of each neighbourhood but also educated the citizens to appreciate their own power through their politicization. The staff also restated their plans to fit the format of the current top-down strategy by rephrasing them using the current political language of the day.

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Malemela, Lesabe Thomas. „Challenges faced by middle management at Shoprite Holdings LTD“. Thesis, University of Limpopo, 2017. http://hdl.handle.net/10386/2572.

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Thesis (MBA) --University of Limpopo, 2017
Middle management at Shoprite faced challenges and their role is diverse and they lack strategies to cope with challenges within the organisation.Middle managers, in trying to balance the needs of senior and junior managers, often feel like ‘piggy-inthe- middle’, with potential for conflict and tension (McConville, 2006; Floyd and Wooldridge, 1992). A lack of leadership from senior management may compromise middle managers’ ability to take a professional approach to managing their area. Middle managers in Shoprite say that they want to be more professional Burgess, (2011)but are being inhibited by the lack of support and awareness from senior managers, with a negative impact on their motivation and their job satisfaction. In addition lack of middle manager’s involvement in decision making and strategy formulation. Middle managers become reluctant to change due to lack of communication on strategy alteration. This study intends to investigate the challenges faced by middle management at Shoprite Holdings Limited in Limpopo Province. The findings of the study show that the roles are challenging and varied, strategy implementation is a major challenge and support for middle managers is generally insufficient. Middle managers require support in induction into the middle management role and ongoing mentoring and appraisal. The little studies have been conducted about the challenges faced by middle management from different perspectives and organisations. Finally, further research into the challenges faced by middle management at Shoprite Holdings Ltd is required as it could either endorse or challenge the findings of this study and might also inform Top management about the Challenges faced by middle management and prompt an evaluation of the existing role, challenges and needs. Key words; Middle management

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Brelsford, Noelle. „Do middle level managers contribute to strategic development? : a study of the practices of middle level managers in strategic renewal“. Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/378257/.

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This qualitative research explores the third-order sensemaking practices of middle level managers that could be seen as antecedents of strategic renewal within their organisations, and whether these micro-practices are context-specific or generalisable and transferable. The intention is to answer calls for deepening our understanding of the practices of middle level managers on influencing and changing strategic actions (Jarzabkowski and Spee, 2009; Kwee et al., 2011; Mantere, 2008; Rouleau and Balogun, 2007, 2010), and contribute to the juxtaposition of the bodies of literatures on strategic renewal, Strategy-as-practice, middle level managers and sensemaking. The every day micro-practices of middle level managers have the potential for far-reaching consequences at a macro-level on their organisation’s competitive advantage. The important role of middle level managers in strategy processes has been recognised for a considerable time (Bower, 1970; Burgelman, 1983; Floyd and Lane 2000; Floyd and Wooldridge, 1992, 1997; Nonaka, 1998). However, it has only been in the last decade that there has been a sizeable increase in the literature which discusses the role of middle level managers in strategy processes, viewing them as key strategic actors (Currie and Procter, 2005). In addition, there is also increasing focus on the role of middle level managers emerging from within a number of key process themes in the strategy literature: Strategy-as-practice (Jarzabkowski, 2005, 2008; Jarzabkowski and Spee, 2009; Johnson et al., 2003, 2007; Whittington, 1996, 2003); strategic renewal (Agarwal and Helfat, 2009; Kwee et al., 2011); and sensemaking (Maitlis and Sonenshein, 2010; Rouleau and Balogun, 2007, 2010). This socially constructed qualitative strategic management research (Patton, 2002) is looking at the phenomenon that preceeds and gives rise to strategic renewal, a second-order change process, through the sensemaking practices of 40 middle level managers in different change contexts, combined with an interpretivist approach. Interviews were held with 40 middle level managers involved in organisational transformation. The interviews intended to provide explanatory depth and causal insight to the complex, inter-related and dynamic phenomena in this study (Sayer,1992; 2000), and the agency of the middle level managers (Archer, 2007). Findings indicate that middle level managers’ formal conscious sensemaking practices are more likely to contribute to exploitation, whilst informal sub-conscious sensemaking practices are more likely to contribute to exploration within strategic renewal. Evidence is emerging that ‘issue recognition’ and ‘feeling emotions’ with related informal and sub-conscious sensemaking mechanisms have greater causal effects on renewal, and that enabling factors such as organisational size, diversity and culture, as well as external influences, underpin third-order sensemaking processes among middle level managers.

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Lagerman, Moa, und Mikael Pietilä. „Middle Managers : Facing Everyday Challenges“. Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-140.

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Many industries have gone through changes in the last decades, everyone involved have been affected but few have encountered the same amount of changes as the middle managers. Being in the centre of the organisation, torn between wills, middle managers have struggled during the last years to redefine their job. There exists research describing their workdays, what they do and how they spend their time, but we have not found any study that has tried to investigate what challenges the middle managers face.

The purpose of this study is to identify the challenges faced by internally-promoted middle managers.

This thesis uses an inductive approach to fulfil the purpose; the main motivation for the chosen approach is the authors’ reluctance to let any existing theories guide the process. Instead, it is now believed to capture what middle managers actually find challenging and not reject or confirm the work of others which are not directly aimed at the same problem area. The empirical material has been gathered by using qualitative semi-structured interviews with eight middle managers in the auditing industry.

We consider the greatest challenges faced by middle managers to be prioritising in situations of limited time. Since the middle managers tend to leave internal issue to be handled later and instead put their primary focus on customers; relational related issues are found very challenging. Among these; finding a proper level for criticism, handling conflicting expectations and lead personnel in general were emphasized. Administrative related issues was also found challenging, but not to the same extent as relational related challenges. Among the administrative issues: fulfilling goals, scheduling and planning, implementing unsupported decisions, and filter information were stressed as most challenging.

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Fransson, Jörgen, und Anders Berg. „Middle Leaders? : A study of the middle management's role in the public sector“. Thesis, Jönköping University, JIBS, Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1180.

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Abstract

Problem: Leadership studies have mostly concerned top management. However, as many researchers suggest, middle management has a great impact on the success of an organization, especially in change when they need to take on the role as a leader. Successful leaders motivate employees, and within the public sector they need to use non-financial means. In addition, the publicsector’s management is perceived to be insufficient.

Purpose: The purpose of this thesis is to describe the middle managers role in a public sector organization and how they motivate their employees.

Method: In order to answer our purpose, we have chosen to use a qualitative approach, using semi-structured interviews with six middle managers and six employees at three different local offices of Arbetsförmedlingen, in Jönköping County. Interviewing about leadership may cause discomfort providing honest answers, why full anonymity to all respondents has been applied.

Result: In this thesis we have come to the conclusions that the middle management at AF should be named middle leaders as they use their leadership skills rather than management skills to achieve the organization’s goals. They motivate their employees by providing continuous feedback and recognition, and providing autonomy and a sense of importance through empowerment.

We have further found that middle leaders are a vital resource for any organization, especially during change.

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Easter, Joy. „Classroom management strategies for first year middle school teachers /“. [Denver, Colo.] : Regis University, 2008. http://165.236.235.140/lib/JEaster2008.pdf.

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Bücher zum Thema "Middle management"

Bathmaker, Ann-Marie. Middle management perspective. Walsall: Walsall TVEI, 1994.

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Graham, Robert W. Middle management of research. [Cleveland, Ohio: National Aeronautics and Space Administration, Lewis Research Center, 1990.

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Gabriel, Ben-Dor, und Dewitt David B. 1948-, Hrsg. Conflict management in the Middle East. Lexington, Mass: Lexington Books, 1987.

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G, Charles Marilyn, Hrsg. Classroom management for middle grades teachers. Boston: Allyn and Bacon, 2004.

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Australian Council for Educational Research, Hrsg. Anger management for middle school students. Camberwell (Vic.): ACER Press, 2004.

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L, Spiegel Steven, Hrsg. Conflict management in the Middle East. Boulder, Colo: Westview Press, 1992.

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Dopson, Sue. What is happening to middle management. Oxford: Templeton College, 1989.

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Safe and savvy investing for the middle-income middle-ager. Glenview, Ill: Scott, Foresman, 1990.

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Conservation, New York (State) Dept of Environmental. Middle Mountain Wild Forest unit management plan. [Albany, N.Y.?: The Dept., 1988.

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Middle management in academic and public libraries. Santa Barbara, Calif: Libraries Unlimited, 2011.

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Buchteile zum Thema "Middle management"

Moraveck, Cassandra. „Middle Space“. In Unmasking Project Management, 129–67. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137356260_6.

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Pullen, Alison. „Restructuring Middle Management“. In Managing Identity, 14–30. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230511644_2.

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Bawden, Lyndsay, Jade Hickin und Kaley Macis-Riley. „Behaviour management“. In Doing Middle Leadership Right, 98–106. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003160557-10.

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Karri, Jay, Tuan Tang und Alaa Abd-Elsayed. „Middle Cluneal Nerve Injections“. In Bedside Pain Management Interventions, 357–65. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-11188-4_37.

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Teske, C. „Asset Management: Middle East Style“. In Engineering Asset Management and Infrastructure Sustainability, 919–29. London: Springer London, 2012. http://dx.doi.org/10.1007/978-0-85729-493-7_71.

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Gould, Anthony M. „Management in the Middle East“. In The Palgrave Handbook of Management History, 1081–103. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-62114-2_119.

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Gould, Anthony M. „Management in the Middle East“. In The Palgrave Handbook of Management History, 1–23. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-62348-1_119-1.

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Meyer, Marshall W. „What Happened to Middle Management?“ In Sourcebook of Labor Markets, 449–66. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1225-7_18.

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Curwen, Peter, und Jason Whalley. „Africa, Middle East and the Americas“. In Management for Professionals, 159–91. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-02210-9_7.

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Kaye, David. „MIDDLE MANAGEMENT“. In Gamechange, 59–75. Elsevier, 1989. http://dx.doi.org/10.1016/b978-0-434-91022-9.50017-4.

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Konferenzberichte zum Thema "Middle management"

Heckman, Sarah, und Mia Minnes. „Academic Middle Management“. In SIGCSE 2022: The 53rd ACM Technical Symposium on Computer Science Education. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3478432.3499196.

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Carrier, H. A. „Safety Management System“. In Middle East Oil Show. Society of Petroleum Engineers, 1993. http://dx.doi.org/10.2118/25553-ms.

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Al-Tunisi, Nabilah, Amin Ghazzawi, Frans Gruyaert und David Clarke. „Management Information Systems Software Evaluation“. In Middle East Oil Show. Society of Petroleum Engineers, 1995. http://dx.doi.org/10.2118/29790-ms.

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Johnson, J. D., und H. B. Mohamed. „East Zeit Field Reservoir Management“. In Middle East Oil Show. Society of Petroleum Engineers, 1991. http://dx.doi.org/10.2118/21353-ms.

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Al-Abdali, Fatima Kh. „HSE Management as an Approach for Efficient Business Management“. In Middle East Oil Show and Conference. Society of Petroleum Engineers, 1999. http://dx.doi.org/10.2118/53180-ms.

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Satter, Abdus, R. J. Brugman, M. B. Yard und D. S. Mims. „The Role of Simulators in Reservoir Management“. In Middle East Oil Show. Society of Petroleum Engineers, 1993. http://dx.doi.org/10.2118/25605-ms.

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Coonrod, Julie. „The Middle Rio Grande: History and Restoration“. In Watershed Management Conference 2005. Reston, VA: American Society of Civil Engineers, 2005. http://dx.doi.org/10.1061/40763(178)155.

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Al-Muscati, A., J. Huijskes und D. H. Parker. „Production Water Management in Oman“. In Middle East Oil Show and Conference. Society of Petroleum Engineers, 1997. http://dx.doi.org/10.2118/37786-ms.

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Thakur, G. C. „The Role of Technology and Decision Analysis in Reservoir Management“. In Middle East Oil Show. Society of Petroleum Engineers, 1995. http://dx.doi.org/10.2118/29775-ms.

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Lefevre, Didier, Gerard Pellissier und J.-C. Sabathier. „A New Reservoir Simulation System for a Better Reservoir Management“. In Middle East Oil Show. Society of Petroleum Engineers, 1993. http://dx.doi.org/10.2118/25604-ms.

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Berichte der Organisationen zum Thema "Middle management"

Samii, Cyrus, Matthew Lisiecki, Parashar Kulkarni, Laura Paler und Larry Chavis. Decentralised forest management for reducing deforestation and poverty in low- and middle- income countries: a systematic review. International Initiative for Impact Evaluation, Juli 2016. http://dx.doi.org/10.23846/sr41173a.

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Wofford, David, Marat Yu, Lauren Shields und Maria Pontes. Health facility guidelines and management benchmarks: Improving workplace health services and health management in factories, farms and other workplaces in low- and middle-income countries. Population Council, 2015. http://dx.doi.org/10.31899/rh9.1038.

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Bastías, Gabriel, und Gabriel Rada. Does contracting out services improve access to care in low- and middle-income countries? SUPPORT, 2016. http://dx.doi.org/10.30846/1610092.

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Contracting out of health services is a formal contractual relationship between the government and a non state provider to provide a range of clinical or preventive services to a specified population. A contract document usually specifies the type, quantity and period of time during wich the services will be provided on behalf of the government. Contracting in is the contracting of external management to run public services, which is another particular type of contracting.

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Khan, Mahreen. Public Financial Management and Transitioning out of Aid. Institute of Development Studies, September 2022. http://dx.doi.org/10.19088/k4d.2022.145.

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This rapid review found an absence of literature focused specifically on measuring the impact of PFM and governance systems in countries that have transitioned from aid, by moving up the income ladder. However, there are a few academic publications and a limited number of studies by multilateral, such as the World Bank, that examine the role of PFM and governance systems in countries that are transitioning or have moved away from aid. However, the importance of public financial management (PFM) and governance systems in development is well established and seen as a pre-requisite for economic growth. To effectively transition from aid, most low-income countries (LICs) need to upgrade their PFM and governance systems to meet the different scale, resources, accountability mechanisms, and capacity-building requirements of a middle-income country (MIC). The absence of the above empirical evidence may be due to the complexity of measuring the impact of PFM reforms as the results are non-linear, difficult to isolate from other policies to establish causality, and manifest in a longer time frame. However, through comparative country studies, the consequences of deficient PFM and governance have been well documented. So impaired budgetary planning, implementation, and reporting, limited fiscal transparency, weak accountability mechanisms, resource leakage, and inefficient service delivery are well recognised as detrimental to economic growth and development. The literature on transitioning countries focuses predominantly on the impact of aid withdrawal on the social sector, where comparative qualitative data is easier to obtain and the effects are usually more immediate, visible, and may even extend to global health outcomes, such as in AIDS prevention programmes. Thus, tracking the progress of donor-assisted social sector programmes is relatively easier than for PFM and governance reforms. The literature is more abundant on the overall lessons of transitions from aid both for country governments and donors. The key lessons underscore the importance of PFM and governance systems and mechanisms to a successful transition up the income ladder: Planning for transition should be strategic, detailed and specifically geared to mitigate against risks, explicitly assessing the best mix of finance options to mitigate the impact of aid reduction/withdrawal on national budgets. The plan must be led by a working group or ministry and have timelines and milestones; Where PFM and governance is weak transition preparation should include strengthening PFM especially economic and fiscal legislation, administration, and implementation; Stakeholders such as donor partners (DPs) and NGOs should participate in the planning process with clear, open, and ongoing communication channels; Political and economic assessments in the planning and mid-term phases as well as long-term monitoring and evaluation should be instituted; Build financial, technical, and management capacity throughout the plan implementation This helpdesk report draws on academic, policy, and grey sources from the previous seven years rather than the usual K4D five-year window, to account for the two-year disruption of COVID-19. As cross-country studies on PFM and governance are scarce, a few older studies are also referenced to ensure a comprehensive response to the query. The report focuses on low-income countries transitioning from aid due to a change in status to lower-middle-income countries.

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Schreier, H., S. Brown und P. B. Shah. Challenges in Mountain Resource Management in Nepal: Processes, Trends and Dynamics in Middle Mountain Watersheds; Proceedings of a Workshop held in Kathmandu, Nepal. 10-12 April, 1995. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 1995. http://dx.doi.org/10.53055/icimod.189.

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Jahromi, Maryam Eslami, und Haleh Ayatollahi. Utilization of telehealth to manage the Covid-19 pandemic in low and middle income countries: a scoping review protocol. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, August 2022. http://dx.doi.org/10.37766/inplasy2022.8.0004.

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Review question / Objective: How was telehealth utilized to manage the Covid-19 pandemic in low and middle income countries? Rationale: Low- and middle-income countries (LMICs) often experienced significant challenges in providing telehealth interventions due to limited resources and technology. A review of the literature shows that a small number of LMICs changed their management strategies during the Covid-19 pandemic and moved towards using telehealth. There is a lack of evidence about the practical implementation of telehealth in LMICs. As a result, the present study aimed to review the utilization of telehealth to manage the Covid-19 pandemic in low- and middle-income countries focusing on implementations. In this study, how to implement telehealth in LMICs in response to the COVID-19 pandemic, including telehealth platforms used, the impact, pros and barriers encountered in implementation and adoption of telehealth interventions, are reviewed. The implementation of telehealth systems in different LMICs may pose both similar and different challenges. The lessons learned from this study can be useful for improving implementation of digital health interventions including LMICs in different countries.

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Leonard, Patricia. An Identification of Important Management, Administrative, and Planning Skills and Knowledge Essential to Middle-managers Present Positions in a Variety of Urban and Rural Social Welfare Settings in Oregon. Portland State University Library, Januar 2000. http://dx.doi.org/10.15760/etd.1824.

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Deal, Kathie Jennette. Updated Stormwater Management Program Plan: For coverage under the National Pollutant Discharge Elimination System Municipal Separate Storm Sewer System Permit for stormwater discharges within the Middle Rio Grande Watershed (v.3). Office of Scientific and Technical Information (OSTI), August 2017. http://dx.doi.org/10.2172/1527315.

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O’Brien, Tom, Deanna Matsumoto, Diana Sanchez, Caitlin Mace, Elizabeth Warren, Eleni Hala und Tyler Reeb. Southern California Regional Workforce Development Needs Assessment for the Transportation and Supply Chain Industry Sectors. Mineta Transportation Institute, Oktober 2020. http://dx.doi.org/10.31979/mti.2020.1921.

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COVID-19 brought the public’s attention to the critical value of transportation and supply chain workers as lifelines to access food and other supplies. This report examines essential job skills required of the middle-skill workforce (workers with more than a high school degree, but less than a four-year college degree). Many of these middle-skill transportation and supply chain jobs are what the Federal Reserve Bank defines as “opportunity occupations” -- jobs that pay above median wages and can be accessible to those without a four-year college degree. This report lays out the complex landscape of selected technological disruptions of the supply chain to understand the new workforce needs of these middle-skill workers, followed by competencies identified by industry. With workplace social distancing policies, logistics organizations now rely heavily on data management and analysis for their operations. All rungs of employees, including warehouse workers and truck drivers, require digital skills to use mobile devices, sensors, and dashboards, among other applications. Workforce training requires a focus on data, problem solving, connectivity, and collaboration. Industry partners identified key workforce competencies required in digital literacy, data management, front/back office jobs, and in operations and maintenance. Education and training providers identified strategies to effectively develop workforce development programs. This report concludes with an exploration of the role of Institutes of Higher Education in delivering effective workforce education and training programs that reimagine how to frame programs to be customizable, easily accessible, and relevant.

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